Changes in team composition after a break: Building adaptive command-and-control teams

Gorman, Jamie C.; Cooke, Nancy J.; Pedersen, Harry K.; Winner, Jennifer; Andrews, Dee H.; Amazeen, Polemnia G.

doi:10.1037/e577572012-059

Cited by 8 publications

(19 citation statements)

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“…However, mixed teams quickly recovered to perform as well as teams that remained intact, and they had significantly higher team process ratings (Gorman & Cooke, 2011;Gorman et al, 2006). The reason for that difference was revealed in intact versus mixed team coordination dynamics: Intact teams exhibited rigid coordination dynamics, whereas mixed teams exhibited more flexible coordination dynamics .…”

Section: The Current Studymentioning

confidence: 86%

“…Mean DET at the fourth preretention interval mission (M = 61.67) was selected as the baseline because preretention team effectiveness was at its asymptote (Gorman et al, 2006, reports those team effectiveness results). One-sample t tests revealed that intact teams had significantly lower DET scores at Mission 1, t (17) …”

Section: Communication Determinismmentioning

confidence: 99%

“…The communication data come from an experiment in which team membership either changed or stayed the same following a retention interval Gorman & Cooke, 2011;Gorman et al, 2006).…”

Section: The Current Studymentioning

confidence: 99%

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Measuring Patterns in Team Interaction Sequences Using a Discrete Recurrence Approach

Gorman

Cooke²,

Amazeen³

et al. 2011

Hum Factors

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Section: The Current Studymentioning

confidence: 86%

Section: Communication Determinismmentioning

confidence: 99%

See 1 more Smart Citation

Measuring Patterns in Team Interaction Sequences Using a Discrete Recurrence Approach

Gorman

Cooke²,

Amazeen³

et al. 2011

Hum Factors

Self Cite

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show abstract

“…Mixed teams, however, performed better on tests of situation awareness, had higher process ratings (Gorman, Cooke, Pedersen, et al, 2006), and had more flexible coordination dynamics (Gorman et al, in press). Those benefits were not attributable to increased shared knowledge or procedural rigidity but to increased variation in interaction experience.…”

Section: Approaches To Training Adaptive Teamsmentioning

confidence: 99%

“…An experiment described by Gorman, Cooke, Pedersen, et al (2006) provided some empirical grounding for perturbation training. Teams were initially trained and performed a repetitive command-and-control task during a 3-hr experimental session.…”

Section: Approaches To Training Adaptive Teamsmentioning

confidence: 99%

Training Adaptive Teams

2010

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Objective: We report an experiment in which three training approaches are compared with the goal of training adaptive teams. Background: Cross-training is an established method in which team members are trained with the goal of building shared knowledge. Perturbation training is a new method in which team interactions are constrained to provide new coordination experiences during task acquisition. These two approaches, and a more traditional procedural approach, are compared. Method: Assigned to three training conditions were 26 teams. Teams flew nine simulated uninhabited air vehicle missions; three were critical tests of the team's ability to adapt to novel situations. Team performance, response time to novel events, and shared knowledge were measured. Results: Perturbation-trained teams significantly outperformed teams in the other conditions in two out of three critical test missions. Cross-training resulted in significant increases in shared teamwork knowledge and highest mean performance in one critical test. Procedural training led to the least adaptive teams. Conclusion: Perturbation training allows teams to match coordination variability during training to demands for coordination variability during posttraining performance. Although cross-training has adaptive benefits, it is suggested that process-oriented approaches, such as perturbation training, can lead to more adaptive teams. Application: Perturbation training is amenable to simulation-based training, where perturbations provide interaction experiences that teams can transfer to novel, real-world situations.

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Nonlinear Dynamics of Team Performance and Adaptability in Emergency Response

Guastello

2010

Hum Factors

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Changes in team composition after a break: Building adaptive command-and-control teams

Cited by 8 publications

References 0 publications

Measuring Patterns in Team Interaction Sequences Using a Discrete Recurrence Approach

Measuring Patterns in Team Interaction Sequences Using a Discrete Recurrence Approach

Training Adaptive Teams

Nonlinear Dynamics of Team Performance and Adaptability in Emergency Response

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